Sleepless Nights

I confess to sometimes having trouble falling asleep. Perhaps it is because I often engage in the very activities experts will argue one should avoid for at least an hour before retiring, like watching television. More often it is because my mind is preoccupied with trying to deconstruct another busy day or reviewing what is anticipated for tomorrow’s schedule. Occasionally my thoughts are actually focused on the worries of life and how I will cope.

Many families around the world have probably experienced a certain level of sleep deprivation these past 24 hours as children, anticipating the arrival of Christmas, held vigil during the night or awoke before the sun peeked above the horizon to see what presents may have appeared beneath the tree. I remember those times as a child and marvel at how patient my parents were when we roused them from their sleep at 4 AM to open our gifts.

More than 2,000 years ago a carpenter named Joseph had a sleepless night for a very different reason. His bedtime routine was interrupted by a far more important reason than anticipation of a new Xbox 360 game or cash flow worries related to his small business. He was anticipating the birth of a child and desperately hoping to find a place to accommodate his wife, Mary, as she delivered their firstborn son. The small town of Bethlehem offered nothing better than a stable and so this young couple settled in, wondering what the morning might bring.

Most of us know the outcome of this special story and celebrate the birth of the Christ child each year on December 25. Yet I doubt if any of us have experienced a sleepless night like Mary and Joseph. In addition to giving birth among the animals, their humble accommodations were visited by shepherds, recently serenaded by angelic hosts. The baby was heralded as a king by these persons living on the margins of society. Imagine trying to sleep after such an encounter, regardless of how exhausted they might have been!

As we celebrate another Christmas, perhaps the anxiety of job loss, health issues, or the death of a loved one has affected your own ability to rest. Whatever is causing your sleepless nights, may your spirit find peace and rest as you remember how much we are all loved by a God who sent his only Son on another night so long ago. Silent night, holy night...I’m sleeping better already!

More Joy, Please

It’s the time of year when many of us experience joy, an emotion that seems synonymous with the holiday season. The dictionary describes joy as “the emotion evoked by well-being, success, or good fortune by the prospect of possessing what one desires.” Our consumer driven society has certainly done its part to convince us that the latest toy, electronic gadget, or clothing style will bring the joy we long for, while organizational leaders may wish for a coveted promotion, a hefty bonus, or the corner office instead. Yet I doubt if acquiring more stuff will really add joy to our lives.

Joy grows out of faith, hope, and love. It is let loose when we experience grace, when we are fully aware and delight in being alive. Joy is nurtured when we serve others and are glad for their good fortune. Many of us have experienced the paradox of joy and sadness. We know that a truly special relationship, one that fills our hearts with happiness, will also result in feeling a deeper loss and pain when that relationship comes to an end. The intensity of sorrow is a small price to pay for knowing real joy.

Today’s workplace may best be characterized as a joyless wasteland. Few leaders take the time to cultivate an environment where joy can thrive. Perhaps they believe that joy will distract from the important tasks of analyzing, processing, and producing that have come to define so many organizations. The result is a workforce that struggles with doubt, anger, and loneliness.

It wouldn’t take much for leaders to release more joy. Simply expressing genuine gratitude would be an easy place to start. Leaders could also engage employees more deeply in the decisions being made and celebrate successes, no matter the size or scope. As suggested in last week’s post, leaders could become better listeners and act more quickly to address concerns when they hear them. They could create a more compelling vision and invite employees along on the quest. Finally, leaders could nurture stronger relationships by actually spending time in the field or on the production floor instead of relying on emails to share what is happening within the organization.

Joy is embedded in our DNA as though God wanted to remind us of his presence. We have managed to ignore or dismiss joy’s impact for too long. This Christmas season as you observe the wonder in a child’s eyes or silently suffer through the memories of a relationship lost, remember there is joy to be found both places. Embrace that joy with enthusiasm as a new year approaches. The workplace and our world both need more joy. What will you do to unleash and share it?

Can You Hear Me Now?

For quite a few years an actor playing a nondescript employee used those five words to pitch the coverage capacity of Verizon Wireless. It’s too bad the marketing message focused only on the strength of the phone signal and not the quality of the conversations. Have you ever noticed how good it feels when someone really listens to you? Our feelings and needs are taken into account, we tend to be more relaxed and open, and we feel like our objectives in the conversation have been met. According to the International Listening Association (yes, there is an organization devoted to listening skills) 85% of what we know we learn from listening and 45% of our time is spent listening. Yet listening is the most underdeveloped skill of most people, and far too many leaders.

Mistakes in listening can be quite costly, not only in terms of relationships, but in real dollars. A 15-minute mistake caused by poor listening and made by a $20 per hour employee costs the company only $5. But imagine that same employee making an average of three such mistakes each week. By the end of the year those mistakes, in terms of time, have cost the company $780. If the organization has 600 employees doing the same thing the annual loss is $468,000. It’s obvious that leaders should consider the bottom line expenses of poor listening habits.

One reason we listen poorly is because of internal filters we use to manage the many messages our brain receives. One of these is selective attention where our brain makes choices about what we listen to based on information we need or preferences we have. Imagine sitting in an outdoor cafe on a busy street corner while you carry on a conversation with a best friend. Without some selective attention you would soon be overwhelmed by the sounds around you and might not hear or remember some of the key elements of the conversation. Yet many leaders are easily distracted while customers and employees alike are trying to communicate important information.

We also frequently employ selective interpretation which uses past experiences and knowledge to assign meaning, especially to messages that seem incomplete. Unfortunately, leaders who assume too quickly what someone is saying may miss the true intentions of the speaker, often with disastrous results. Without periodically clarifying what you are hearing, leaders run the risk of appearing insensitive and uncaring.

Finally, leaders also use selective retention, a filter that makes decisions about what information is relevant and necessary to retain. While we can’t remember everything, by assuming we know what is meaningful or important, we run the risk of overlooking details and assigning inappropriate interpretations to the facts being shared.

Each of these filters has a worthwhile purpose. Selective attention helps us focus, selective interpretation helps us understand the meaning behind the words, and selective retention helps us decide what is important. But each also has a dark side that hampers leaders who fail to recognize how these filters create problems and obstacles with their communication.

I’m always surprised by how little time and money is invested in teaching leaders and employees to become better listeners. With everything that is at stake it would seem like an easy decision to make. Perhaps it is because our listening filters have already tricked us into believing we are better listeners than we actually are. I’m blaming it on the fact that only 20% of what we hear is remembered for the long-term. I guess this blog will need to be repeated a few more times before the message sticks. With apologies to Verizon, “Can you hear me now?”

Patience With a Purpose

It might seem unusual to look for leadership lessons amidst the season we celebrate as Advent. After all, Advent is the traditional time of anticipatory waiting celebrated each year on the Christian calendar as the four Sundays preceding Christmas Day. For many persons the weeks leading up to Christmas are filled with shopping, decorating, and baking as we prepare for family and office gatherings. If you have endured camping out for that prized toy, stood in long lines at the checkout, or traveled hundreds of miles to spend the holiday with loved ones you also know the importance of patience during this time of year. Leaders would benefit from a purposeful approach to patience as well.

I admit to generally being impatient when it comes to traffic and shopping. Following a slow driver down a winding country road or visiting multiple stores to find a particular bargain has never been easy for me. Just ask my wife about our recent weekend shopping trip to Lancaster County, Pennsylvania. I prefer to get where I’m going in a timely manner and buy the first item that catches my eye. This lack of patience also impacts my leadership approach as I have a generally low tolerance for less than stellar performance from colleagues and vendors.

Over the years I have learned that my impatience generally doesn’t serve me well. Creating unrealistic expectations for myself and others is sure to disappoint us both. When might being willing to wait or accept a less than ideal solution actually be in everyone’s best interest? Suppose I restrained my need to offer feedback and allowed the other person to explore options and make a few mistakes along the way? Would my leadership image really be shattered if my patience had a purpose?

Most leaders have a short-term view of events and circumstances. Perhaps that is driven by an economic model that relies on speed and rewards immediate success. Yet there is plenty of evidence suggesting that real change can only happen when our plans are guided by a purposeful style of patience. An addict knows that each day is the only real battle they can win to stay clean and sober for a lifetime. Business leaders need strategic plans rewarding behaviors that will achieve long-term success for the company, not just a temporary uptick in a stock price.

I confess that lowering my work standards, tolerating the occasional distracted driver, and enjoying a shopping trip that doesn’t involve buying anything may never be easy for me. Where might you benefit from a healthy dose of purposeful patience? This Advent season of waiting seems a perfect place to get some much needed practice.

Gratefulness

On Thanksgiving eve at my church, I was one of nine persons invited to share what I was thankful for from this past year. As I pondered the assignment in the days leading up to the program I found myself thinking that if I were fully aware of all God’s daily gifts I might find myself overwhelmed by gratefulness. It’s easy to go through life without fully appreciating the many blessings we have—that is until they aren’t there.

In February I spent a few days in the hospital recovering from pancreatitis and gall bladder surgery. I’m more grateful now for my good health and have a new appreciation for the many medical professionals at my church who serve others so well. When we lost power at our house during the recent October snowstorm, I became more aware of what an amazing gift electricity is. This past year several more members of my Wise and Wonderful Sunday school class (80 and 90 year olds) went home to be with the Lord. I’m grateful for their legacy and influence in my life.

It’s ironic that our gratefulness often emerges only after we have been deprived of something. What are the everyday things I take for granted that deserve my gratitude and praise to God? Here’s a short list—some serious and some not so much.

I’m grateful for a loving wife who supports me in my business and a son who inspires me with his personal discipline and courage. I’m grateful for parents and in-laws who remain an active part of my life. I’m grateful for my faith community at Salford Mennonite Church and the opportunities I have to share my gifts there. Thanks Wise and Wonderful Sunday school class members for bringing me joy. Thanks to the many members who have opened their homes and their hearts to my wife and I as we paid them a pastoral care or deacon visit this past year. We received more than we offered in those situations. I’m also grateful for Wawa coffee, Flyers hockey, bluegrass music, and all products made by Apple.

Thomas Merton writes, “To be grateful is to recognize the love of God in everything He has given us—and He has given us everything. Every breath we draw is a gift of His love, every moment of existence is a grace, for it brings with it immense graces from Him. Gratitude therefore takes nothing for granted, is never unresponsive, is constantly awakening to new wonder and to praise of the goodness of God. For the grateful person knows that God is good, not by hearsay but by experience. And that is what makes all the difference.”

Roots and Wings

Anyone who has worked in a garden or on a farm knows the importance of developing a strong root system if vegetables and crops are to yield any harvest. It is not uncommon for gardeners and farmers alike to thin the rows by removing some plants, thus allowing the remaining ones to gain more nutrients and grow deeper roots. On the farm where I grew up this process was sometimes performed by groundhogs and other vermin, whose motives were far less altruistic.

Many of our prominent leaders seem oblivious to the character flaws that prevent them from realizing their full potential. Like the garden metaphor they would benefit from some judicious pruning, not to make them perfect but to simply allow their strengths to emerge and grow deeper. Every person in a leadership role would do well to offer negative constructive feedback, when needed, as a kind of “thinning of the row” so employees can learn and prosper from their mistakes. Our roots as leaders need to run deeply if we are to endure challenges and emerge strong and healthy.

Likewise leaders need to lift the spirits of those they serve, allowing them the freedom to soar on their own wings to heights they can only imagine. A central theme of leadership is captured in how one inspires others. Far too many leaders continue a reliance on fear and control as the primary method of supervision. This approach does little to instill confidence or invite risk-taking by those we serve. A bird’s first flight may require a gentle nudge out of the nest but is mostly the result of growing strong enough to make the attempt and having a role model to illustrate how it is done.

If our workplaces fail to support the growth of young leaders by providing regular feedback, meaningful praise, or strong mentors we can expect the moral roots of these persons to be shallow and ill prepared for the difficulties of today’s business environment. Without the opportunity to test their talents and skills through meaningful projects and challenging assignments, those same budding leaders will never learn to soar on their own strong wings.

The paradox of roots and wings offers worthy guidance for leaders as they invest in the development of others. And there’s good news! No degrees in horticulture or aeronautics are required.

Integrity on Trial

This past week our nation’s 24-hour news cycle has been filled with stories about the sexual abuse scandal rocking Penn State University. Each day some new more salacious detail was thoroughly dissected by reporters and pundits alike. Riots rocked normally quiet State College the night Joe Paterno was fired. The team, including this years seniors, played a less than inspired game against Nebraska on Saturday afternoon, although they did make a valiant comeback attempt late in the game. It was an almost surreal fall from grace for a highly regarded football program and a proud university.

I will not be offering any commentary about the alleged events or the persons who have been charged, are under investigation, or have lost their jobs. My heart goes out to the innocent victims and their families whose lives have been forever scarred. We should all be in prayer for their healing. Instead I want to offer just a few brief thoughts about the importance of integrity in our personal and professional lives. As the events of this past week unfolded it seemed like integrity was on trial.

Ronald Reagan is quoted as saying, “The character that takes command in moments of crucial choices has already been determined by...little choices of years past — by all those times when the voice of conscience was at war with the voice of temptation, whispering the lie that “it really doesn’t matter”. Living with integrity is a 24-hour assignment. Many of our daily choices seem almost benign in nature compared to the horrific accounts emerging from the Penn State story. Yet integrity matters in the smallest of choices — the willingness to admit a mistake (even when no one has noticed), the effort to ask forgiveness (even when the other person seemed unaffected by our actions), or the costly acknowledgement that our actions or inactions have affected the outcome of a game, a business decision, or a child’s life.

One’s title or position is not how integrity is earned or measured but rather by the character and behavior of the person who holds it. We are a culture and nation obsessed with self. Yet, healthy self-esteem doesn’t guarantee we will behave with integrity. Perhaps the reason we are so jealous and suspicious of each other is because we lack integrity in our relationships and business dealings. As Will Rogers so aptly stated, “I would rather be the man who bought the Brooklyn Bridge than the man who sold it.”

Living with integrity has its own rewards but it is a challenging and often lonely path to choose. When competitors are cutting corners, classmates are cheating, or co-workers are lying it seems easier to imitate than to oppose. Swimming against the current can break ones spirit and will. The reward for integrity is not success in the eyes of others but peace with oneself and with God.

Whatever finally emerges from the sad and heartbreaking circumstances surrounding the Penn State story, I hope it will serve as a poignant reminder that integrity is always on trial. What will be the final verdict for them and for each of us?

The Power of One

Friday and Saturday of this past week I spent most of my time attending Business as a Calling 2011, the annual membership convention of Mennonite Economic Development Associates (MEDA pronounced me-da), held in beautiful Lancaster, PA. Business as Calling Video It was an opportunity for education, inspiration, and networking. For nearly 60 years MEDA has been on the forefront of meeting the capital needs and sharing the risk with the world’s poor by investing in the private sector. This past year MEDA helped a record 20.2 million families realize healthier, more economically sustainable lives by working with 150 partners in 60 countries. While these numbers sound impressive the real secret to MEDA’s success is their attention to helping one family or small business at a time.

One such story involves an Ethiopian woman who was taught how to grow rice more effectively on a small plot of rented land. Her determination, along with MEDA’s technical assistance, transformed her self-image and provided an opportunity to lift her family out of poverty. Another story highlighted the success of a market-boosting voucher system that has brought life-saving mosquito bed net protection to 80 percent of the population in Tanzania (impacting 25 million people). The power of one is a common theme in MEDA’s micro-enterprise work.

During a local business tour I was reminded that owners and managers who daily model the values and service standards of their organizations will create an engaging and inspirational workplace. The Hurst brothers at Oregon Dairy Supermarket, use their energizing personalities to charm customers and teach their mostly young part-time employees how to create loyal fans. On more than one occasion during our visit I was impressed as teenage workers served my needs with a smile and helpful demeanor. The power of one extends beyond a helping hand or technical assistance to include mentoring and coaching employees.

Perhaps the most surprising reminder of the power of one was a conversation with a business entrepreneur I had met with only once in a coaching setting. Her business has been steadily growing and I sensed her renewed excitement for the work she is doing and her leadership role in it. She recalled our discussion and credits her recent success to some of the advice I offered then. This impromptu affirmation is validation that none of us knows how our words and work may impact someone else. While I never offer my services or volunteer because I expect some future recognition or appreciation it is gratifying to realize how one person can make a difference in someone else’s life.

Mathematics was never my favorite academic subject so perhaps that is why Mr. Hartman and others who attempted to hone those skills in high school might want to ignore my next statement. When it comes to transforming lives, a one plus one relationship yields so much more than two. The real power of one is our ability to leverage personal relationships into dynamic, committed, and self-confident change-agents in the marketplace. We need more ideas for breaking the cycle of poverty, more positive leadership role models in the workplace, and more coaches to mentor the next generation of business leaders.

Who has been the “power of one” in your life? How will you leverage your professional, business, and personal relationships for the common good? Perhaps some day there will be an addendum to the mathematics textbooks for capturing the lasting impact of practicing enduring values. I hope it reads 1+1=8. Sorry Mr. Hartman!

What’s Weighing You Down?

Yesterday our region was hit hard with an unusual late October winter storm. The heavy wet snow accumulated quickly, made driving treacherous, and brought down hundreds of trees. The resulting accidents and power outages have disrupted life for thousands of persons. As I write this blog (using the battery power of a laptop) my neighborhood in Bucks County is currently without electricity. Although tomorrow is officially Halloween, one has to note the irony of this situation as today is traditionally celebrated as mischief night. Seems the trouble has begun a bit early!

Because most of the trees in our area have yet to completely shed their leaves the storm’s wet and sticky precipitation placed additional stress on branches and limbs. The expansive tree in our front yard suffered significant damage when a major bough cracked and crashed to the ground at the height of the storm. It is likely we won’t be able to salvage what is left. The photo accompanying this blog is evidence of the aftermath.

As I thought about how quickly the weather system brought havoc and destruction it reminded me of the significant challenges facing many of today’s leaders. Like the storm’s weighty snow, leaders are carrying increasingly heavy burdens in their work and personal lives. Much of this pressure is a result of working with less people and resources, some a consequence of the nation’s financial meltdown, and perhaps some is the impact of an increasingly challenging and changing marketplace.

How does a leader hold up under the weight of these ongoing pressures? What will prevent you from cracking as the pressure to do more with less is magnified? Some of my clients have sought out coaching to guide them through these dark and lonely times. They recognize the value of a non-biased opinion and the importance of an accountability partner as they try to change their behavior. In my practice I often invite clients to reframe their thinking about the uncertainties they are facing. The simple act of changing how we think about a situation invites us to consider new approaches and possibilities.

It is difficult to ask for help when the storms of life are dumping heavy burdens on our already weary shoulders. Many of us have been taught and mentored to “suck it up” when under pressure and just work harder. Yet we all know that without a support network eventually every leader will succumb to the weight of his or her anxieties and fears. The lesson of a freak October snowstorm seems clear; seek help or like the snow-covered tree branch in my front yard you too will crack and fall.

Follow the Leader

This past week I shared a luncheon presentation with a small group of young business professionals on the topic of leading versus following. As a child I remember playing a “follow the leader” game where each participant was expected to duplicate all actions of the leader during the course of each round or lose your spot until the next stage began. This autocratic approach to management and leadership is far too common in today’s organizations. It’s a methodology that crushes the human spirit and does little to create motivated followers at any level.

Each of us longs for inspirational leadership—someone who trusts the human spirit, connects with employees and customers at a soul level, and who exudes hope and optimism. When I consider leaders who fit this description there is often no title or role to validate their actions. They are mothers, students, truck drivers, and coaches who inspire others to follow them, even while they assume the role of follower on just as many occasions.

Inspiring leaders are focused on serving others. They seek to be kind instead of just being right. They learn how to be empathetic listeners with a willingness to act in a constructive way to what they are hearing and learning. Inspiring leaders practice courage, live authentically, and love unconditionally.

A paradox of leading and following emerges when one considers that a quality leader is only as good as the quality of his or her followers. Effective followers support the cause of their inspiring leader. They tell the truth and keep their promises; are open and willing to learn and change; are capable of leading when required; and provide emotional and spiritual support to their leader.

I have experienced both sides of this paradox although others will judge how inspiring a leader I am or have been. Where might you emerge? Do your followers see you as an inspiring leader? Do you contribute effectively as a follower who supports the cause, keeps your promises, and contributes to the energy of your team?

Regardless of your role as leader or follower, one thing seems clear. Organizations would benefit from inspirational leadership and inspiring followers. By unlocking the potential of both groups a virtuoso performance is possible, even in difficult economic times.

Thinking Big

When Steve Jobs died less than two weeks ago, the world lost a brilliant American inventor and entrepreneur. His vision impacted so many aspects of our personal and professional lives. It’s hard for some of us to imagine not having a smart phone or a tablet computer. His versions of this technology, the iPhone and iPad, remain the best in class.

Jobs, who began his inventing in a garage, had an uncanny ability to foresee or set the next trend in technology. In that regard he was similar to National Hockey League hall-of-fame player, Wayne Gretzky, whose success was forged by skating to locations on the ice where he anticipated the puck would be. Like Jobs, he thrived by anticipating the future with astonishing accuracy.

Many of today’s leaders seem to lack any notion of the bigger picture. Political leaders are mostly preoccupied with protecting the familiar or status quo so their power isn’t diminished. Business leaders regularly respond like sheep by mimicking the products and services of competitors. Few demonstrate true innovation and vision about how to make a product or deliver a service that is unique or remarkable.

The unimaginative Occupy Wall Street protestors portend a dismal future for our nation. They have chosen to pit one class of society against another mostly to fuel their own selfish purposes. No one is thinking big about the future, embracing an economic system that rewards innovation and hard work. Instead they simply complain about those who have more than they do and openly proclaim their rights to free stuff provided at the coercive behest of a government that already has too much power.

When a problem is enormous, leaders would do well to dream about big solutions. This often involves dismantling processes, thinking, and systems that don’t serve us any longer. We all know how hard it is to break an old habit. That is the dilemma we face in our organizations and in our nation. Without a cohesive, committed effort toward thinking bigger we will succumb to the smallness of our selfish interests and nothing much will change.

I hope the death of Steve Jobs won’t signal an end to big thinking. Our current economic circumstances require more than pointing fingers. Who will step up to point the way?

Envy or Aspiration

In recent weeks a “grassroots” protest effort on Wall Street has been loudly and angrily denouncing the evils of capitalism. It isn’t always entirely clear what those gathered there are demanding but as a casual observer it seems that much of what they are complaining about is driven by envy. By definition, envy is a resentful emotion that "occurs when a person lacks another's (perceived) superior quality, achievement, or possession and either desires it or wishes that the other lacked it." It’s easy to see why envy often causes unhappiness. How can one be happy if his neighbor or some unnamed Wall Street banker has more money or possessions?

The capitalist system is unique in that it offers those who aspire to wealth or status the opportunity to achieve it by assuming risk and working exceptionally hard. Just ask the millions of entrepreneurs who pursue their dreams every day and are the primary engines that drive our economy. While some of them may have been envious of their competition, instead of complaining about their fate they aspired to accomplish even more. 

When leaders harbor envy there is often a victim mentality that accompanies such thinking. The focus becomes “How can I tear that other person down?” not “What must I aspire to so I can achieve similar or greater success?” Envy blinds leaders of the blessings, qualities, talents, and opportunities already present. Perhaps that is why so many of those protesting seem oblivious to how they can change their plight. By blaming others they don’t need to take personal responsibility for improving their lot in life.

Over the years I have been motivated by personal aspirations, not by envying what others have achieved. Many of my mentors and colleagues would echo this sentiment. Each of us has God-given talents that we are responsible to nourish and cultivate. No amount of complaining about how hard it is or how unfair the system can be should keep us from pressing forward.

Aspirations encourage positive thinking while envy breeds more negative thoughts. I hope the Wall Street protestors understand how dangerous the place they are wishing for will be. Without aspirations to feed ones soul the banality they seek will cripple the human spirit. Envy will have succeeded in its quest to “wish that others lacked what we also lack” but in its wake will be a far less productive and innovative society. I trust we can aspire to something greater than that.

Second Season

If you are a baseball fan this is the time of year when everything changes, unless your favorite team is the Pittsburgh Pirates who packed their bags earlier in the week after a record 19th consecutive losing season. The latter would be my plight...but I digress. The postseason is an exciting time as division champions and wild-card qualifiers battle to reach the World Series. Since I live near Philadelphia I’m wishing our home team, the Phillies, much success as they enjoy another appearance in baseball’s second season.

A player’s reputation can rise and fall based on his playoff performance. Just last year the Phillies star first baseman, Ryan Howard, was abysmal after a very productive regular season. Yesterday he quickly erased those memories with a towering home run that sparked a decisive win in Game One of this year’s division series. That’s the beauty of baseball’s second season, from goat to glory with one swing!

The goal of getting into baseball’s postseason is simple...make it to the World Series and win a championship. Along the way each team is challenged to find a combination of pitching, hitting, and defense that gives them a competitive edge. Sometimes it is one player whose on field performance ensures a victory—like a dominating pitcher. Other times it is the entire team’s commitment to superb execution, like timely hits, stolen bases, or outstanding defense that wins the game.

I doubt if leaders view their work in terms of regular or second seasons. With today’s challenging environment I’m thinking many leaders are simply in a survival mode. What might happen if leaders took seriously the challenge to turn their teams from consistent losers into a winning, productive group? Suppose everyone imagined their company as competing for a championship crown? What would your customers say if they experienced world-class service on a routine basis?
  
I don’t particularly like to quantify leadership and teamwork only in terms of winning or losing. We have enough over-the-top competition in the marketplace. But I do like the concept that second season implies—a chance to create a superb reputation for integrity, execution, and service. Play ball!

Apprentice Leadership

The past eight days I have enjoyed a brief, but needed, respite from my daily routines of work and social media activities. The occasion was a vacation trip to Williamsburg, Virginia where we spent the week relaxing, dining, shopping, and visiting the many historic sites located there. I’m fascinated with history so the fact we had visited Colonial Williamsburg in the past didn’t dampen my interest in seeing everything again. One observation during our time there seems worth noting in this week’s post.

The persons who demonstrate trades found in the 18th century share one thing in common. All were elevated to their positions only after completing a rigorous apprenticeship under the guidance of a master craftsman. Most worked for at least seven years in this role before they could hold the position as a recognized expert in their craft. In colonial times these apprentices toiled for food and lodging while they learned about carpentry, blacksmithing, wig making, printing, or whatever their chosen vocation. The results of their labor didn’t always produce success, perhaps destining the failed apprentice to a life at the bottom of that era’s social and economic ranking.

Today’s youth have been shunning trade vocations at an alarming rate. While the number of manufacturing jobs in our country has been declining, not all can be blamed on technology and cheap overseas labor. The willingness to pursue a trade has been usurped by our society’s relentless appetite for instant success. Few, if any, high school or college graduates would relish the prospect of spending seven years mastering their craft. Perhaps this is even more pronounced when the topic of leadership is introduced.

While becoming a leader isn’t actually a trade, the process of developing leadership skills does share some parallels. I believe inspiring leadership is something that can be taught. Just like apprentices of old, successful leaders must be willing to learn and possess the discipline to persevere, often without recognition, in order to gain insights about themselves and those they aspire to serve.

A competent mentor is also essential, and perhaps one reason so few inspiring leaders actually emerge from our universities and organizational systems. My earliest mentors were persons of principle, who also possessed an optimistic outlook, a willingness to speak the truth, and plenty of common sense. They freely shared their knowledge, offered helpful positive or negative feedback about my performance, and challenged me to hone my talents into transferable skills. Like the master craftsmen I met this past week, they loved to teach others what they had gleaned from their vocation and about life.

During challenging times, the need for principled and skilled leadership is vital. Yet the persons charged with this role in our political and business systems seem largely bereft of the qualities and talents that master craftsmen possess. Influenced by public opinion, money, or power these leaders are often guided more by ego than a commitment to their craft. Where are today’s apprentice leaders expected to serve and learn when a model for inspirational leadership is mostly absent or dismissed as too simplistic? 

I deeply respect the knowledge and skills of the craft masters I met this past week. Their pursuit of excellence, attention to detail, commitment to learn, and willingness to pass on their art preserves history for future generations. Perhaps in some small way my work can introduce apprenticeship concepts that will change how the aspiring leaders I teach and mentor view their roles. If others do the same we may still be able to turn the curve on much of the failed leadership that has permeated our social, economic, political, and religious systems. A review of 18th century leaders might be a great place to start. Field trip anyone?

Words of Wisdom

How does one become a wise leader without being just a wise guy (or gal)? We typically define wisdom as how one makes use of the knowledge one already has. That makes wisdom seem morally neutral but we all know how leaders apply their knowledge in both good and bad ways. The Hebrew word for wisdom is Hokmah which also means skills and what is learned from experience. So how might a leader use knowledge, skills, and experiences to actually dispense wisdom?

Curtis Moyer is a local business leader in my community whose family founded a beef packing plant and grew it into a multi-million dollar enterprise that is now in the hands of a South American conglomerate. When Curt was getting started in the family business founded by his father he was sent to buy a cow from a recently widowed resident. His empathetic nature got the best of him and he paid more for the cow than his father had hoped. This lesson became a formative piece of wisdom that guided Curt in many of his future personnel decisions. As he aptly put it, “Not everyone can buy a cow.”

Unfortunately too many of today’s leaders ignore the wisdom of experience in favor of applying only their book knowledge to the various challenges faced in the business world. Leaders who ignore life lessons and basic behavioral skills may think they are wise but colleagues and direct reports probably have another “wise phrase” to describe their leadership.

In Robert Frost’s well-known poem, “The Road Not Taken”, the speaker finds himself in a woods, confronted with a fork in the road. Both paths are equally worn and leaf-covered. The speaker chooses a path, all the while telling himself the other path will be available to take another day. But Frost is clever enough to acknowledge how unlikely this will be. And in an ironic twist, the speaker admits that later in life, he may retell this story claiming to have taken a different path.

The choices leaders face shouldn’t be viewed as simply making a right or wrong decision. Regrets don’t qualify as wisdom. If Curt had simply felt bad about his poor business decision in overpaying for a cow the wisdom gained from this life lesson would have been lost. Instead, he understood that leaders should hire people to do jobs and hold responsibilities that aren’t inherently their strengths. This wise insight helped Curt’s business to prosper far beyond the capabilities he possessed.

Do the persons who know and work with you see a leader with wisdom or simply another wise guy that doesn’t get it? Yogi Berra once quipped, “When you come to a fork in the road, take it.” While a definite call to action, this hardly qualifies as useful advice. Yet, many of our decisions seem just as hollow to the persons we are called to serve. Perhaps that is why wisdom is such a difficult quality to achieve as a leader. It requires vulnerability and humility to know what you don’t know. Yet that very admission might be the wisest thing you have ever said to those who call you their leader.

Celebrating Work (Revisited)

In my early years of blogging I posted some reflections about work and thought it might be worthwhile to revisit this theme since many of you may never have seen it.

The annual Labor Day weekend seems like a good time to reflect on the value of work. That’s right, I believe work is worth celebrating especially if you are following God’s call in your life. For many leaders this calling never becomes obvious or is ignored to pursue the dreams that others have created for them.

So what does it mean to have a calling? One way I defined this in my own life was to create a Personal Mission Statement about ten years ago. It was an intentional process that included lots of reflection, prayer, and the use of a tool created by best selling author Laurie Beth Jones. The resulting mission statement has been guiding my work ever since. While I don’t habitually share my personal mission with others I’m offering it here to help you understand the concept better.

My personal mission is to discover, nurture, and affirm a lifelong love for learning in myself and others. This simple statement has many underlying meanings for me and is invaluable in guiding the choices I make about my career and work. For example, the creation of Higher Ground Consulting Group, LLC was a tangible way to incorporate my calling with my vocation. Imagine the excitement I feel when my love for learning is “caught” by my clients? It’s hard to express how gratifying it has been to come to the office every day knowing I’m doing what I love.

Does this brief personal example resonate with you? Are you doing what you love? Is your vocation also your calling? If you are like millions of leaders, and followers alike, the answer to these questions is likely a resounding “no”. In our endless pursuit of happiness and personal satisfaction many of us believe that money, status, and position is all that matters. While having a personal mission or calling doesn’t preclude living comfortably it should never be the primary focus of our attention. When you are following God’s call in your life these other areas become less important.

The world is waiting for leaders to answer this call and to serve others first. It won’t be easy and the journey may take you places that you never imagined. But consider the alternative, a life filled with regret or the nagging feeling there has to more. If you have a personal mission statement please share it with other readers by posting a comment. You may offer your thoughts about mine as well.

Perhaps this Labor Day holiday could be the start of a new chapter in your work and career. Next year this time you may actually be celebrating something more than the end of summer.

Waiting for Irene

It has been an interesting weather week.  On Tuesday I experienced my first earthquake, a 5.8 magnitude centered in Virginia but felt up and down the eastern seaboard. Hey, the bottom of my chair vibrated, but at least I didn’t lose my balance! Now we are bracing for Hurricane Irene, a category one storm expected to slam our area with lots of rain and damaging winds. The weather forecasters and media have been on a feeding frenzy, like a school of pirañas chasing a pound of beef. The earthquake dominated the news cycle with images of streets filled with confused masses gazing skyward or talking on their cell phones. Now it’s live coverage of waves crashing onto some deserted pier or an unlucky weatherman being pelted by wind and rain so we can tell the storm is on its way.

If I sound cynical it’s only because our 24-hour news environment has created a need for drama that once was reserved for a 30 minute nightly news broadcast. Tuning in to watch Walter Cronkite share the only images we would likely see that day of the latest flood, snowstorm, or other natural disaster made a date with our television actually seem worthwhile. Now I can’t escape the impending catastrophe. It’s dominating Facebook wall posts and hash tags on Twitter, even preempting the Little League World Series game on my local network affiliate. Is the danger real or some virtual reality fueled by our need to be informed?

Perhaps we are simply addicted to the notion that media reporting is no longer just a spectator sport. Everyone with a smart phone, digital recorder, or internet access can post their version of the disaster as it unfolds. You can regale your friends with commentary about the amount of rain, post photos of the tree limb now resting on your neighbor’s fancy sports car, or lament the lack of snacks in your pantry. Amateur video leads the evening news as breathless anchors describe the magnitude of the event. It’s all so surreal!

Even I don’t wish for a return to the 60’s version of news and information. Yet, a part of me longs for the time when waiting for Irene will mean lighting a few candles (just in case the power goes out), grabbing a good book, settling in on the couch with my wife at my side, and letting Mother Nature do the rest. Care to join me? Oops, wait a minute. My iPad just chimed with an update on the latest track of the storm. Can I get back to you on that idea?

Think Like a Buyer

Every business these days is faced with the challenge of finding and retaining good customers. Many of us rely on marketing and sales approaches that, in previous environments, have served us well. It would be overstating the obvious to say that these are anything but ordinary circumstances. Today’s consumer has access to more information about your business than ever before, much of it from informal sources that you have little or no control over (think social media). So how can business leaders, especially those selling professional services like me, gain an edge in this challenging and changing marketplace?

Being technically proficient isn’t the answer. My prospects and clients have a plethora of training and consulting experts to choose from, many with advanced degrees and years of corporate experience. Some of these professionals do offer unique talents or specialized skill sets but those generally don’t factor into a buyer’s final decision. What matters most is often intangible, the way a buyer feels about you and the relationship. That’s why learning to think like a buyer is so important.

It is unlikely that leaders selling professional services have imagined how their prospective customer is feeling about the sales process. Seasoned sales people may be adept at asking good questions and tailoring their solutions to the specific needs being revealed in the answers. But how many of us consider the full range of emotions buyers often experience during those same conversations? Do we appreciate the sense of vulnerability that buyers must endure as they consider what it will be like to place personal or confidential issues into the hands of someone else? Are we aware of their doubts and suspicions as they try to imagine whether our claims are sincere or just platitudes? Can we identify with their fear of failure as they contemplate the consequences of their decision?

My personal experiences with buyers attest to the enormity of these challenges. To overcome the unspoken emotions of buyers I have found that personal preparation is one of the most effective ways to build trust. I try to learn what I can about the buyer and his or her business. Sometimes I will research an industry or a competitor looking for clues or trends. If I have provided a similar service for another organization their case story might be shared to show the prospective buyer what they can expect. Perhaps most importantly, I try to provide something of real value during the meeting so the buyer can see what it might be like to have me work with them as a trusted advisor or vendor.

There are many other factors that influence a buyer’s thinking and decision making process. Effective listening is one way to uncover their hidden emotions and agendas. Honestly addressing objections or concerns is equally important. In the end a buyer must believe you are committed to really helping them instead of simply trying to sell them something. That may sound trite but remember, when I’m buying a professional service, I’m really hiring you.

Winterthur

I love history so yesterday’s day trip to Winterthur (pronounced winter-tour), an American country estate located just outside Wilmington, Delaware was a treat. This former home of Henry Francis du Pont is located on 1,000 acres of pristine meadows, woodlands, waterways, and gardens. The 175-room mansion holds one of the richest collections of decorative arts made or used in America between 1640 and 1860 (nearly 90,000 items in all). The estate, which opened to the public almost 60 years ago is also an important research center for the study of American art and culture. But a tram operator named Duncan is the real story and timely leadership lesson from my visit.

The trams are used at Winterthur to provide a narrated tour of the 60 acre garden. Duncan made a grand entrance by announcing he was depressed about the Phillies loss the previous night to the Washington Nationals and we knew this would be no ordinary trip. We soon learned about his experience at the baseball game, his retirement from the automobile industry, and his love of Winterthur. He playfully heckled his riders, expertly called our attention to the flora and fauna along the roadway, and even surprised a fellow colleague with a “group hello” from his tram riders. His sense of humor, impeccable timing, and unabashed enthusiasm for the estate and his work was infectious.

As the tour came to a close at the main entrance to the mansion, my cousin asked Duncan about the dairy barn mentioned during the tour but off limits to guests. Without hesitation, and with a mischievous gleam in his eye, Duncan offered to take our group of four to see the barn. We piled back into the tram and a few minutes later were, not just driving by the remnants of this once thriving diary operation but, inside the barn for a behind the scenes view of the magnificent building. Duncan was like a kid in a candy store, excitedly pointing out unique aspects of the design, recounting statistics about the prize-winning herd of cows, and offering his unique perspectives about the estate and its patriarch Henry du Pont.

Needless to say we all wondered what repercussions Duncan might face as his tram arrived quite late at the visitors center with guests still on board. “Tell them we had a major breakdown,” he advised with a wide grin on his face. We all knew this wasn’t the first time Duncan had strayed from the prescribed tour route, nor would it be his last.

I trust Duncan’s boss realizes just what a gem her employee really is. It’s rare to find anyone fully engaged in their work and loving every minute of it. The American business landscape is littered with far too many examples of surly employees, automated attendants, and underwhelming customer service. It was refreshing to meet someone so dedicated to one simple task, giving the customer more than he or she expected. That is exactly what Duncan did for our small party of four. We left Winterthur impressed by the stunning surroundings, the magnificent decor, the fabulous furnishings, and the unusual collections of decorative art. Yet it was Duncan, and his exemplary customer service that will bring us back for future visits and encourage us to become ambassadors for this special country estate.

Leaders who regularly read this blog can learn a lesson or two from Duncan’s example. Giving employees some latitude to make customers happy is a risk worth taking. Empowering your staff to exceed the needs of those they serve will create a loyal tribe of followers for your brand. Thanks, Duncan, for making our trip to Winterthur more than just another history lesson! We left having made a new friend.

Quiet Confidence

This weekend I spent Friday evening and all day Saturday facilitating a planning retreat for my church’s leadership staff and board, the culmination of a month-long series of conversations with members about their hopes and dreams for our congregation. Perhaps the greatest anxiety felt by participants was the pressure to accurately represent the varied needs and wishes of those persons who had contributed so much to these rich discussions. Leaders tasked with articulating a picture of the future for their organization probably often feel this tension.

Early in the process I reminded the team that they were bringing with them into every conversation and planned activity the images, stories, and ideas they had already heard from those previously held gatherings. I encouraged them to confidently approach the planning process knowing their thinking would be influenced by what they had encountered and learned. When careful listening is accompanied by a thoughtful planning process the results can generally be counted on to represent the deepest passions and dreams of everyone.

As the event unfolded, participants began to connect their insights with the collective voices of the broader congregation. Stories merged to offer new clarity, creative energy was sparked from existing strengths or deeply held values, and dreams were shared about a hoped for future. My reminder to plan with confidence had clearly paid off.

Then a moment of apprehension emerged at the most critical component of the process, where stated dreams were now being converted to possible next steps. Leaders naturally feel uneasy as they try to accurately represent the wishes of other stakeholders. Retreat participants addressed this concern by “looping back” to the gathered data and collective stories from the earlier conversations with members. By comparing those themes with the emerging dreams, as stated by the leadership team, congruence was found and the process could continue.

As leaders seek to guide their organizations into a uncertain future, a quiet confidence is essential. There is no room for ego or power in this process. Leaders don’t hold all the knowledge or possess special clairvoyance about the future. Their confidence in setting direction comes from gathering the stories and hopes of key stakeholders, culling the themes that emerge from those conversations, and “looping back” during the planning process to compare nascent initiatives with previously collected data.

Clear dreams are necessary to engage church members or company employees in any effort to share a new future or direction. Confidence in those same dreams, and the process used to create them, is one way leaders can ensure success.

Crisis Leadership

I try hard to keep my weekly leadership musings apolitical and for good reason. In today’s supercharged and overheated discourse even a hint at staking out a position offers one’s opponent (however defined) a chance to slice and dice with the fervor of a culinary expert on Iron Chef America. Thus my abstention from wading into the political muck. However, I’m not adverse to a comment or two about leading in a crisis, especially since our nation’s current debt ceiling negotiations seem largely absent of this vital skill set.

What do you admire most in a leader when the “chips are down” and the organization is on the brink or already sliding over the precipice? I posed this question to my Twitter followers and have incorporated some of their responses in what follows. Modesty and humility are at the top of my list. A leader who acknowledges reality—however painful and uncertain—without making the situation about himself, invites others to become engaged. Instead of assessing blame or arrogantly dismissing any responsibility, an humble leader, through words and actions, shows how much she genuinely cares.

Another key crisis leadership quality is resolute seriousness. No one appreciates a leader whose only response is rhetoric; whose best plan for moving forward is based on scaring employees or intimidating vendors and customers. Some leaders view a crisis as their opportunity to criticize opponents and belittle any ideas emerging from the frontline employees. This behavior comes across as childish at best with no chance for building any lasting respect. Instead leaders should gather information from all sources, make quick decisions based on what is learned, and communicate clearly (even over-communicate) with all stakeholders, including the media.

Leading in a crisis also requires more than a willingness to compromise. While finding middle ground may offer short-term solutions it rarely results in lasting innovation or true change. That’s because compromise assumes that each party leaves some of what they desire off the table. Collaboration is a better approach because it is based on everyone seeking the best solution, not the only one you are willing to accept at the moment. A collaborative process means leaders, employees, customers, and vendors might all have a say in how the crisis is addressed and what is needed to prevent a future one. Sadly, this tactic is rarely employed because it requires moving beyond one’s stated position and finding creative alternatives that enable real transformation. A crisis is often precipitated by not wanting to change the status quo.

However you view the current political posturing one thing seems obvious, some of our nation’s leaders lack these essential qualities and attributes. Lest you eagerly point a finger at their inadequacies, consider how you might handle some future crisis in your organization or reflect on your performance in a previous crisis situation. I doubt if any of us can say with certainty that we have behaved admirably under similar circumstances.

A crisis calls for more than speeches and platitudes from its leaders. It should summon better behavior than cleverly diverting attention or scornfully lecturing an opponent. The modest, humble, resolute, and collaborative leaders don’t need public accolades or media spotlights to inspire action. In fact they are probably working quietly behind the scenes to solve the problems. But they are leaders nonetheless and in a crisis all the rest seem losers at best.

The Bare Necessities

Have you ever been confronted with a challenging task or project and felt woefully unprepared or inadequate? I’m known for my thorough preparation, as anyone who has attended one of my seminars or classes will attest. Each handout and planned group activity is carefully researched and designed. The meeting space is set up in advance and any audio visuals or equipment are tested and ready. This approach is intended to give me a sense of competence and confidence that my efforts will be successful. Of course, even my best plans don’t always achieve the results I’m expecting.

This week I was reminded in several ways how the daily grind of unexpected interruptions and heavy workloads can sap our creative energy and dull our emotional intelligence. Those same moments can leave us feeling empty, vulnerable, and incompetent. It’s hard to face the world when the talents and skills we have come to rely on seem distant or unproductive.

Fear can paralyze our effectiveness as leaders. Sometimes it is well-founded, many times it is not. When I fail to delegate tasks, it’s time to admit how my need for control may be stunting another person’s growth. If a publishing deadline is missed because I’m afraid the article isn’t perfect my clients may be prevented from receiving timely advice.

I have encountered more than one person recently who was feeling overwhelmed, unable to make clear judgments, or act on decisions because they had lost their perspective. Today’s downsized workforce and demand for greater productivity is causing many of us to focus on the wrong priorities. Instead of imagining possibilities we only see problems. Unless we learn how to reframe the situation we will surrender to a hopeless malaise, too paralyzed to act. Without making time for purposeful planning we will find ourselves procrastinating instead of prioritizing the most important aspects of our work.

Sometimes the best strategy for coping under these circumstances is to realize we aren’t alone. I have learned how to ask for help or to turn to God when the situation seems bleak. Our greatest resources aren’t always found in the prestige of an MBA degree, years of experience, or even past accomplishments. Baring our souls, being available in the moment, and trusting others may determine the ultimate outcome and level of success.

In the Disney movie, The Jungle Book, lyricist Terry Gilkyson, penned these memorable words for Baloo the bear to sing.
          Look for the bare necessities
          The simple bare necessities
          Forget about your worries and your strife
          I mean the bare necessities
          Old Mother Nature's recipes
          With just the bare necessities of life

Might these lyrics offer prescriptive relief for leaders facing unrelenting challenges in their personal and professional lives? What bare necessities have you been ignoring in your workplace and circle of friends? How has worry contributed to your incessant need for control? When was the last time you reframed your thinking about a problem? Perhaps it’s time to rediscover the bare necessities of life and leadership.

A Walk Down Memory Lane

Occasionally a recent event and the theme of a previous blog converge. The result is an opportunity to revisit that original inspiration and share it again. I hope you will enjoy a slightly edited version of a posting first shared in 2007.

This past weekend was spent attending a bi-annual family reunion in central Pennsylvania. Organized by first cousins of the Byler clan I belong to, it included representatives from every family, plenty of good food (roast pork, homemade ice cream, and a fried mush and eggs breakfast topped the list) and inspiring four-part a cappella singing, something our family is known for. There was laughter, plenty of family stories (some likely embellished a bit), and good conversation. It’s funny how these events have become more important to me as I grow older.

The leaders of this clan, my grandfather, Thomas, and grandmother, Ada, are no longer with us. Only three of the six sons survive, including my dad. Yet this gathering reminded me of the important role that leaders play in family dynamics. Their legacy affects future generations in ways they would probably find hard to imagine.

While my family shares common biological roots we also share a deeper spiritual and emotional connection. The values, beliefs, and traditions of our family bind us together and create a special atmosphere when we gather for these occasions. Conversations soon move beyond the cursory “How are you?” and “What are you doing these days?” to a substantive dialogue about family, church, work, or even politics. I found myself quickly engaged at many different levels.

What is the leadership lesson in my “walk down memory lane?” I know that not everyone who reads my blog has good memories or relationships with their families. Yet we all belong to a family and, in a larger sense, share a connection with everyone on this planet. What will be your legacy to the world when you have passed from the earth? Will you be remembered for your sense of humor, gentle spirit, deeply held values, and love for others? Will you be known for giving people a second chance, a helping hand, or a kind word?

Every day you can affect the lives of those closest to you – your family. At some distant reunion what will those who gather remember about your life and influence? Will they talk about your strict rules and controlling personality or will they recall your passion for life and how generous you were with your time, talents, and money. The choice is yours and, as a family leader, it is an awesome and humbling responsibility.

What's On Your Mind?

As I grow older I’m increasingly aware of my memory limitations and the toll it can take on my work, interaction with people, and self-esteem. It’s embarrassing not to remember a person’s name, misplace an important file, or overlook an appointment. This week I interacted with a number of seniors who are currently experiencing memory loss caused by various health issues. In spite of how hard we “Baby Boomers” might try, there is no guarantee that memory impairment won’t impact our future retirement years. I could continue to recount the experiences of family and friends who have lost key elements of their memory but that isn’t the focus of my thoughts this week. Instead I want to offer some observations and insights about the way we think.

Leaders frequently face challenges that can seem insurmountable. There are so many things in our world and work environment that we can’t control or change. But there is a way to alter how we think about those obstacles and problems. We can lament how much we hate to make cold calls or imagine the new people we might meet and learn more about when we pick up the phone. Our focus can be on how tight our budget is or the opportunity to unleash new creative ways of doing business. In each of these cases, what’s on our mind—the way we are thinking about the situation—is the most important thing.

Psychologists call this process reframing and it is a useful tool for any leader to learn. We tend to move in the direction of our thinking, so if we are worried and anxious our mind is more likely to see the problems and obstacles ahead. When we reframe to see the possibilities and opportunities instead, our mind is more open to new ways of thinking and acting. In this case the familiar phrase “mind over matter” becomes a mantra for seeing the world around us differently.

If you are feeling “stuck” right now try reframing the issue before you. Turn the negative into a positive, the problem into a possibility, the obstacle into an opportunity. We can’t turn back the clock on memory loss but we can choose to express the future in different terms; to see our world with a new perspective. What is on our mind as leaders does matter, but perhaps what matters more is how we choose to think about and shape our response.